Managing Volunteers,
Building Consensus, Nurturing Creativity


This article is based on a “Brown Bag Luncheon”, a series of educational meetings for not–for–profit agencies in Toronto. Based on a presentation by Lyn McDonell of Ken Wyman and Associates, the article was written by Wayne Saunders, edited by Brad Hornick, and originally published by Ken Wyman and Associates.

The discussion covered many topics including techniques for managing volunteers, staff and board members for positive results; how to make everyone more effective; and methods to reduce conflict while building consensus.

Input from the people present revealed several methods which had helped them to be more effective:

  • time to plan
  • good access to information
  • help from others
  • effective leadership
  • good procedures
  • compatible personality
  • clearly defined tasks
  • common goals and objectives
  • giving information ahead of time to avoid surprises
Management by Objectives (MBO)
Supposing your agency needs more volunteers, but has trouble recruiting people, particularly people you can count on. There are ways to measure reliability — is the person often late? Do they show up at important meetings? Objectives, no matter what they are, must be Specific, Measurable, Achievable and Compatible (SMAC).
MBO management is the traditional approach to getting and encouraging results. It involves a pro–active rather than reac–tive policy. This is the opposite of crisis management which responds through trial and error. We must have a clear concept of where we are and where we want to be in order to achieve positive results.

Performance Based and Results Based Methods
  • recruitment
  • orientation
  • evaluation
When a person is recruited to a new work place, it is important that they know exactly what results are expected. Typically, it takes a while for people to become accustomed to the dynamics of their new work place, and therefore a period of orientation is helpful. Recognition for positive results can improve performance. Methods of positive reinforcement include prizes, awards, letters of recognition, and simply telling people when they have performed well. This can, however, lead to competition which may not be appropriate in organizations which stress collective action.

There are a couple of weaknesses in the traditional MBO method. For example, it often does not take into account the fact that people are naturally resistant to change. Bureaucratic organizations often take on a life of their own, whereby self–perpetuation may take precedence over achieving real progress. Secondly, MBO has to adjust to the specific social dynamics which make each organization unique. This can be crucial in the final analysis.

Organizational Climate
Organizational climate can be defined as the prevalent “mood” within your organization. The more conscious you are of this climate, the more effective you will be as a change agent. It serves as a useful analogy for identifying social patterns.

Participants looked at their own organization and identified the kinds of weather patterns that exist in their work situations. This involved looking at where there is “sunny weather” (optimism) and where “cooler temperatures” prevail (more anlaytical approaches).

Look’s Like We’re in for Nasty Weather
  • Are there warning signs when nasty weather occurs?
  • Who are the weather forecasters?
  • Where do you run into foul weather? Do storms erupt?
  • What kind of regularity does the organization have in its weather?
  • What kind of behaviour flourishes and dies out in the weather patterns of your organization?
Informal dynamics are crucial to remember when examining weather patterns. When introducing new ideas or projects, one might start in the sunny environment. This will serve as an example to other individuals.

Positive Approaches to Solving Conflict
Conflict is an inevitable part of group dynamics, and people respond in differing ways. The key is to identify the conflict and channel it in a positive way and therefore keep it under control. Conflict is not always negative — it can be positive if it breaks people out of negative, circular patterns:
  • habit
  • precedent
  • tradition
  • the beaten path
To break this cycle, we must identify things as they really are by evaluating, managing and analyzing the situation. Using creative ablility and vision, we can project things as they might be. Share the vision with others by influencing, persuading, communicating, leading and motivating. The way to get a plan from A to Z is by activating people and influencing them.

Causes of Conflict
  • Ambiguous jurisdictions — who’s responsible?
  • Barriers to communication can include geography, lan–guage and over specialization which causes fragmentation.
  • Too much contact with no barriers.
  • Unrealistic behaviour regulations.
  • Unresolved prior conflicts.
  • Conflict of interests.
  • Over dependency of one party on another.
  • Need for consensus — people realize there is pressure on them to agree.
How to Get to “Yes”
Conflict can often be manifested by ego, particularly within volunteer organizations. There often develops an unequal distribution of work because of over–zealous individuals. This can cause a dilemma because these people are effective and valuable but at the same time they are excluding others. Goals and objectives should focus around teamwork to help diffuse the group conflict. Sharing information can help you arrive at “Yes.”
  • Avoid “fixed” positions.
  • Separate people from the problem.
  • Create options for mutual gain.
  • Insist on using objective criteria instead of pressure tactics. Occasionally, you may encounter totally uncooperative people who cannot be reconciled in this way. It may be impossible to resolve the conflict as long as such individuals are involved.
Problem? What Problem?
People respond to conflict in different ways. They may deny it exists or fail to recognize it. They might threaten, negotiate, or compromise. Some people immediately look for third party mediation.

It is important to clarify feelings from the beginning. Start by what you agree on. Make observations while avoiding interpretations. Try not to be emotional, and note the difference between verbal and non–verbal behaviour. Avoid blaming and distancing yourself from the conflict. Rather, focus on the effect of the conflict on participants. Ask people what they are feeling. What events typically trigger the conflict? Avoid voting on anything and everything just because people are afraid of conflict.

Emotions are an important element of conflict. Remember your weather patterns. Is there enough breeze and precipitation for people to vent their feelings constructively? You should not say hesitate to say things like “I’m feeling frustrated” or “I feel disappointed,” but choice of words and timing are of utmost importance.

Let My Inspiration Flow
Having talented, hard–working staff is certainly an asset for any organization, but perhaps more important is the nurturing of the creative instinct inherent in all of us. Here is a simple list outlining ways to make people more effective while building a creative atmosphere:
  • brainstorm together
  • take time for reflection on past successes
  • read available information (lateral thinking)
  • look at other groups and see what they are doing
  • remove yourself from your role and look objectively
Popular Education
Involves right brain thinking—the creative side. A few examples:
  • picture drawing – how do you visualize what you are doing?
  • song writing – change the lyrics of popular songs to em–phasize what you are doing.
  • radio program – interview each other and tape bursts of creative energy.
  • story boards – illustrate your goals.
Reprinted from The Brown Bag Papers, a newsletter published by Ken Wyman and Associaties, Toronto–based consultants for non–profit groups on fundraising, volunteers, and communication.

Published in the Connexions Digest, Volume 11, Number 2, Winter 1988

(CX4707)

 

Subject Headings